家乐福战略和全球供应链1[1].ppt

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1、家乐福战略和全球供应家乐福战略和全球供应链链112023/5/19家乐福战略和全球供应链11lIncrease revenue growth to 5%per annumlIncrease operating margin from 10%to 15%by 2004lDeliver an incremental 2.7billion in operating profit by 2004Path to Growth identifies what we will do to deliver on our promises to shareholders:Provide Unilever wit

2、h the platform to deliver sustainable growthProvide Unilever with the platform to deliver sustainable growthNote:Figures do not include Bestfoods家乐福战略和全球供应链11UnileverUnileverPeer GroupPeer GroupUnilever Share Price Performance v Peer Group“Shadow”Unilever Share Price Performance v Peer Group“Shadow”

3、(Based on Quarterly Average Share prices)Why do we need the Path to Growth?Why do we need the Path to Growth?The Market is concerned about our ability to execute our strategyThe Market is concerned about our ability to execute our strategyPeer Group:Beiersdorf,Avon,Cadbury,Clorox,Coca Cola,Colgate,D

4、anone,Eridania,Gillette,Heinz,Kao,Lion,LOreal,Nestle,P&G,Philip Morris,Reckitt Benckiser,Sara Lee,Shiseido,PepsicoUnilever Share Price Performance v Peer Group“Shadow”Unilever Share Price Performance v Peer Group“Shadow”家乐福战略和全球供应链11 Path to Growth-6 primary strategic thrusts Path to Growth-6 primar

5、y strategic thrusts家乐福战略和全球供应链11What is our strategy for the Path to Growth?What is our strategy for the Path to Growth?家乐福战略和全球供应链11World Class Supply ChainWe aim to:Close the gap to world class in supply chain within three yearsClose the gap to world class in supply chain within three yearsBy:Esta

6、blishing a Global Buying programmeEstablishing a Global Buying programmeEstablishing a world class manufacturing programmeEstablishing a world class manufacturing programmeResulting in(approximately)(approximately):100 fewer manufacturing sites100 fewer manufacturing sites1.6 billion buying savings

7、by end 20021.6 billion buying savings by end 20020.5 billion manufacturing savings per annum0.5 billion manufacturing savings per annum家乐福战略和全球供应链11“The only way to safeguard our position is to perform,to deliver,and to grow our business.”家乐福战略和全球供应链11Depth and breadth of the Supply Chain Profession

8、al SkillsAn excellent overall understanding of the business,its processes and their linkagesBusiness behavioursOutstanding performanceSupply Chain-What does it take to succeed?家乐福战略和全球供应链11The Supply Chain Process ModelPlanSourceMakeDeliverSupply Chain Mission&Strategy Brand Development Brand Develo

9、pmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformation ManagementHuman Resource ManagementQuality&Business ExcellenceFinance ManagementSafety,Health&EnvironmentTechnology Management家乐福战略和全球供应链11Supply Chain-the Heart of OperationsPlan/SourcePla

10、n/MakePlan/DeliverPlanning links the processes together家乐福战略和全球供应链11Driving Value Creation in the Supply ChainBeating the Fade:continuous innovation and cost savingsGrowth through:making new products availableimproved distributionbetter customer serviceIncreased margins through:cost savings along th

11、e supply chainoverhead cost reductionreducing complexityCapital efficiency improvements:minimising investment in plant&equipment and inventoriesThese elements together contribute more than 50%of Unilevers total Value Creation家乐福战略和全球供应链11Organisational DevelopmentBusiness has moved,and continues to

12、move,towards process managementEmergence of Supply Chain process rolesA career in the Supply Chain requires development of breadth and depth of skills,Leadership competencies,and experience家乐福战略和全球供应链11What do Supply Chain people in Unilever do?Roles in different parts of the organisationfactoriesre

13、gional supply chainsbusiness groupscorporate centreRoles:with strategic focusin a more operational environment,Roles in various parts of the supply chain:PlanSourceMakeDeliverRoles which focus onthe multi-local aspects of the business at a national or regional levelthe multinational aspectsRoles in

14、related professions,e.g.R&D,Customer ManagementRoles in QA,SHE and Technical Management家乐福战略和全球供应链11Building Successful Careers Focuses On:Processes and tools used in career developmentKey career building blocksCareer phasesThe need for breadth and depth of skills and experienceThe impact of each in

15、dividuals potentialThe importance of tactical and strategic career planningThe need for a global perspectivePlanning life and career家乐福战略和全球供应链11Building Careers-Key PrinciplesSuccessful careers are based on outstanding performance founded on skills,competencies and experienceExperienceProfessionalS

16、killsLeadershipCompetenciesPerformance家乐福战略和全球供应链11Building Careers-Key PrinciplesSuccessful careers are based on outstanding performance founded on skills,competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformance家乐福战略和全球供应链11The Leadership Growth Competencies家乐福战略和全球供

17、应链11Focus on Growth(in every sense)家乐福战略和全球供应链11What is the Leadership Growth Profile?What is the Leadership Growth Profile?It is:A leading edge competency model that focuses on driving growth throughout the businessA tool for development and assessment of performanceBy helping our leaders grow,we w

18、ill grow our businessApplicable to everyone at WL2 and above家乐福战略和全球供应链11Why we need to develop Competencies?Why we need to develop Competencies?SUPERIOR JOB PERFORMANCESUPERIOR JOB PERFORMANCECompetenciesKnowledge&SkillsPersonal characteristics(values,traits,motives)shaping HOW the job is undertake

19、nMeasured by clearly observable behaviourTransferable knowledge and abilities(professional and general)to do WHAT is required by the jobMeasured by demonstrated capability家乐福战略和全球供应链11What are Competencies?“underlying characteristics that are directly related to superior performance in a given role”

20、skills-what you know how to do e.g.make an effective presentationknowledge-what you know e.g.theories of effective presentation self image-how you see yourself e.g.public speakervalues-what you think is important e.g.achieving excellence traits-relatively enduring characteristics e.g.self-control bi

21、g picture thinking motives -the unconscious factors that drive behaviour;they are intrinsically satisfying and rewarding e.g.achievement 家乐福战略和全球供应链11The Iceberg ModelNecessary butNecessary butnot sufficientnot sufficientDistinguishDistinguish effective effective performance performance SkillSkillKn

22、owledgeKnowledgeValuesValuesSelf-ImageSelf-ImageTraitsTraitsMotivesMotives Acquired capabilityDeeper seated traits and motivesA competency:any characteristic of a person that differentiates outstanding from more typical performance in a given job,role,organization or culture.家乐福战略和全球供应链11Competencie

23、s are:observable and measurable behavioural characteristics that can be developed based on the business needs of today and tomorrow factors which drive superior performance in a given job家乐福战略和全球供应链11How was the LGP developed?Step 1:Step 1:Was developed by a rigorous research process:Was developed b

24、y a rigorous research process:Assessment of Unilevers business context,the challenges facing leaders and the capabilities Assessment of Unilevers business context,the challenges facing leaders and the capabilities needed to achieve growthneeded to achieve growthIn-depth research of 39 Unilever growt

25、h leadersIn-depth research of 39 Unilever growth leadersInterviews and feedback from colleaguesInterviews and feedback from colleaguesComparison of the Unilever growth leadership characteristics to a world-class benchmark Comparison of the Unilever growth leadership characteristics to a world-class

26、benchmark samplesampleLarge international organisationsLarge international organisationsAchieved substantial growth in own sectorsAchieved substantial growth in own sectorsResultResult:LGP was rolled out to WL6 and 5 in 2000 LGP was rolled out to WL6 and 5 in 2000家乐福战略和全球供应链11How was the LGP develop

27、ed?Step 2:Step 2:Focus groups and interviews with WL2,3 and 4 in 14 countries around the worldFocus groups and interviews with WL2,3 and 4 in 14 countries around the worldTested relevance and made relevant adjustmentsTested relevance and made relevant adjustmentsResult:Result:Now rolling out to all

28、WL2+managers across Unilever Now rolling out to all WL2+managers across Unilever家乐福战略和全球供应链11How were the Criteria Established?How were the Criteria Established?Original Research Compared and Contrasted Two GroupsCurrent SuperiorLeaders Current Current OutstandingOutstandingLeaders Leaders“Baseline”

29、CompetenciesBoth groups show“Distinguishing”CompetenciesOnly outstanding show家乐福战略和全球供应链11How were the External Benchmarks used?How were the External Benchmarks used?Compared both groups to competencies required to meet the future strategy and against the external benchmark populationExternalExterna

30、lbenchmark benchmark of worldof worldclassclassleadersleadersCurrent SuperiorLeaders“Baseline”Competencies“Distinguishing”CompetenciesPotentialVulnerabilitiesEven the best needto show moreCurrent Current OutstandingOutstandingLeaders Leaders 家乐福战略和全球供应链11What makes a world-class leader of growth?Wha

31、t makes a world-class leader of growth?World-class leaders of growth:Driven by bigger ambition and drive for step change Generate and encourage big thinking Are highly street smart and savvyThink and act over a longer term perspectiveEnergise others for significant change Demonstrate a greater focus

32、 on individuals-developing,empowering and holding them accountableUse highly effective influencing strategies to gain support:they know how to orchestrate the organisation-colleagues,bosses,their teamsHow does Unilever measure up?Although the best of the Unilever sample demonstrates these behaviours

33、 and creates growth orientated climates,we are often still more controllers than enablers in our leadership style.We are good,but we know we can be better家乐福战略和全球供应链11How is the LGP different?Directly related to our current business agenda-GrowthExternally benchmarked against the bestOne set of comp

34、etencies for all levelsCreates a focus on development of outstanding leaders at every levelIt is easily modified to support future new business goalsAs a result,LGP will replace the Effective Unilever Manager competencies家乐福战略和全球供应链11Achieves through integrity,teamwork and learningSelf Confident Int

35、egrityTeam CommitmentLearning from Experience Possesses the intellectual power to determine directionEnsures that direction is market drivenDelivers through peopleActs decisively to improve performanceClarity of PurposePractical CreativityObjective Analytical PowerMarket OrientationLeading OthersDev

36、eloping OthersInfluencing OthersEntrepreneurial Drive Builds Commitment to Growth Builds Commitment to Growth Strategic Influencing Strategic Influencing Team Commitment Team Commitment Team Leadership Team LeadershipDrives for GrowthDrives for Growth Seizing the Future Seizing the Future Change Cat

37、alyst Change Catalyst Developing Self&Others Developing Self&Others Holding People-Accountable Holding People-Accountable Empowering Others Empowering OthersCreates a Growth VisionCreates a Growth Vision Passion for Growth Passion for Growth Breakthrough Thinking Breakthrough Thinking Organisational

38、 Awareness Organisational AwarenessSupply Chain-What does it take to succeed?Leadership Growth CompetenciesLeadership Growth Competencies家乐福战略和全球供应链11LGP-The LevelsFour levels:Foundational DevelopingGrowthWorld ClassExample:Passion for GrowthAre highly motivated to achieve their personal targets in

39、order to contribute to the sustainable profitable growth of the businessAre ambitious for excellence and constantly search for opportunities to improve the businessSet challenging growth goals for themselves and others and put into place plans to achieve theseTake significant entrepreneurial action

40、and ask“what is possible?”to ensure growth opportunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class Level家乐福战略和全球供应链11LGP-The Levels(continued)Behaviours needed to demonstrate World Class are very stretchingThis reflects our business targetsWe cant have significant growth wi

41、thout an incremental shift in behaviourBut.These behaviours are not beyond our capabilitiesWe need to make our people development a higher priorityTo help people assess their performance against the profile,target criteria have been established for each work level家乐福战略和全球供应链11Passion for GrowthDoes

42、this person DEMONSTRATE DRIVE BEYOND EXPECTATION TO DELIVER outstanding results?Measure performance against internal and external benchmarks Make specific changes to improve performance(e.g.re-engineer processes to be faster,more efficient)Focus on raising quality and customer and consumer satisfact

43、ion Stimulate and encourage others to bring about performance improvement for the businessCreate stretching but achievable goals to align own activities with growth initiatives Aim to find and realise new growth opportunitiesAlign own activities and goals with growth initiativesAim for performance e

44、xcellence through own effortsStimulate growth by bringing about step change improvementsAim to make the impossible possibleEntrepreneurially commit significant investments to reap major rewardsDefy conventional wisdom and internal opposition to achieve major growthCreate new markets by exploiting gr

45、owth opportunitiesObsess with growth and focus on delivering new ways to gain competitive advantageAmbitious to hit set targets and standardsDeliver on commitments made to othersPersist in overcoming obstacles to successTake full responsibility for delivering their contribution to the businessAre hi

46、ghly motivated to achieve their personal targets in order to contribute to the sustainable profitable growth of the businessFocus on business improvement and are ambitious for excellence,constantly search for opportunities to improve the businessSet challenging growth goals for themselves and others

47、 and put into place plans to achieve theseTake significant entrepreneurial action,and ask“what is possible?”to ensure growth opportunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class LevelOutstanding individuals radiate a Passion for Growth,the personal drive that enables ind

48、ividuals to go the extra mile in delivering excellent performance.They recognise that everyone has a contribution to make to ensure that Unilever achieves its growth objectives.Outstanding individuals constantly push the boundaries of excellent business,ask big questions about what is possible and t

49、hen take significant entrepreneurial action over time to expand the horizons of the business.Success is the delivery of sustainable profitable growth.Negative Indicators:lToo busy dealing with immediate,urgent issues to look for new growth opportunitieslSettle for the status quo-take no action to im

50、prove mediocre performancelEasily side-tracked from important growth goalslUnconcerned about missing deadlines or failing to meet business objectiveslDo not take responsibility for contributing to growth objectivesLinks with:Organisational Awareness家乐福战略和全球供应链11LGP Guideline criteria for work levels